organizational strategy

One of the value propositions of an Internet of Things (IoT) strategy is the ability to provide insight that was previously invisible to the business. But before a business can develop a strategy for IoT, it needs a platform that meets the foundational principles of an IoT solution. Amazon Web Services (AWS) believes in some basic freedoms that are driving organizational and economic benefits of the cloud into businesses. These freedoms are why more than a million customers already use the AWS platform to support virtually any cloud workload. These freedoms are also why AWS is proving itself as the primary catalyst to any Internet of Things strategy across commercial, consumer, and industrial solutions.
This paper outlines core tenets that should be considered when developing an IoT strategy, the benefits of AWS in that strategy and how the AWS cloud platform can be the critical component supporting those core tenets.

Competition and growth demands are intense in today’s environment. Margin pressure and increasing customer requirements create a need for laser focus on the customer experience, a true understanding of costs and margins, and experience to align your supply chain with your organizational strategy.

Over 60% of leaders state that culture is more important to organizational transformation than strategy or operating model. Learn the 4 ways Chief Human Resources Officers (CHROs) can leverage culture to ensure effective organizational change.

Capital abundance, low interest rates, and high volatility are creating new challenges and opportunities in equity markets. To succeed in this crowded and complex global landscape, you must take your investment expertise to a new level. The Private Equity and Venture Capital program at Harvard Business School explores cutting-edge industry models and related issues—from venture capital, growth equity, and buyouts to industry infrastructure, portfolio strategies, and decision-making processes.

For decades, large companies have been wary of corporate venturing. So why are more and more smart companies going VC to find their next breakthroughs? With corporate R&D units under pressure to focus on a narrow range of projects, companies often lack a good way to sniff out competitive threats beyond their main areas of expertise. A corporate venture capital fund for investing in outside startups can help a company see, understand, and respond rapidly to changes in the business landscape. But the parent company’s processes tend to bog down these funds.

Capital abundance, low interest rates, and high volatility are creating new challenges and opportunities in equity markets. To succeed in this crowded and complex global landscape, you must take your investment expertise to a new level. The Private Equity and Venture Capital program at Harvard Business School explores cutting-edge industry models and related issues—from venture capital, growth equity, and buyouts to industry infrastructure, portfolio strategies, and decision-making processes.

Although IDC is expecting worldwide spending on business analytics software to be $33 billion in 2012, technology is only part of the story.
The growing demand for faster response and deeper business insight is forcing companies to adopt a more pervasive approach to business intelligence (BI) that supports evidence-based decision making.
Higher BI and analytics competency and pervasiveness are achieved when organizational culture, business processes, and technologies are designed and implemented with the goal of improving or automating all strategic, operational, and tactical decision making capabilities of all stakeholders.
Access this paper to learn essential best practices for creating a solid BI and analytics strategy.

Two dominant trends are potentially reshaping the role of the HR function in the corporate world. The first relates to the rapid growth of the knowledge economy. In this environment, a committed, appropriately skilled and prudently deployed workforce is critical in order to develop new products and outstrip the competition. Second, many administrative functions that were formerly handled by HR departments, such as payroll and pensions, have now been farmed out to third parties. Indeed, research reveals that more than two-thirds of companies outsource a portion of their HR functions. This report by the Economist Intelligence Unit investigates whether the HR function is forging a close and robust relationship with the CEO. It also explores the nature of these working relationships, how they have been affected by the economic downturn and how they vary across industries and regions.

Employers of choice are committed to providing their employees with a rich benefits and compensation program while trying to decrease or maintain operating costs. Our 2015 survey - with over 3,000 participating organizations - covers everything from high-level questions about organizational priorities and benefit strategies, to current and future tactics related to medical and pharmacy benefits, wellness, work-life balance, retirement and employee communications.
Download Gallagher's Benefits Strategy & Benchmarking Survey Executive Summary for a glimpse of what organizations are doing nationwide as they pursue their goals to compete, succeed and prosper in a competitive and constantly evolving market.

Two dominant trends are potentially reshaping the role of the HR function in the corporate world. The first relates to the rapid growth of the knowledge economy. In this environment, a committed, appropriately skilled and prudently deployed workforce is critical in order to develop new products and outstrip the competition. Second, many administrative functions that were formerly handled by HR departments, such as payroll and pensions, have now been farmed out to third parties. Indeed, research reveals that more than two-thirds of companies outsource a portion of their HR functions. This report by the Economist Intelligence Unit investigates whether the HR function is forging a close and robust relationship with the CEO. It also explores the nature of these working relationships, how they have been affected by the economic downturn and how they vary across industries and regions.

The healthcare payer ecosystem in the United States has changed dramatically over the last decade and is expected to evolve at an even faster pace over the next few years. Many world-class companies involved in healthcare payment processing are finding themselves constrained by their existing information technology infrastructure. The silos that they built around business-to-business (B2B) processing are constraining them, making it difficult to achieve governmental mandates and (more importantly) increase processing efficiency and competitive advantage. Gone are the days of a small set of data following static and simple standards traded between a limited set of organizations.
Gone are the days where the rules for when data is valid versus invalid can expressed in a paragraph or two. Gone are the days when information about a healthcare payment was almost entirely about the "who," "when," and "how much."

Summary
Strategic corporate performance management solutions support the office of finance's efforts to manage organizational performance and strategy. Application leaders should use this Magic Quadrant to identify vendors that are a good match for their business needs.
Strategic Planning Assumptions
By 2020, at least 75% of organizations will seek to improve the accuracy and actionability of financial planning and analysis by using operational data from multiple business domains.
By 2020, at least 25% of organizations will achieve more collaborative, continuous and consistent financial planning and performance management by closely linking key operational and financial planning processes.